ous
Continued from Pagel
stances; achieving cost-effective
ness appropriate to institutional
missions; and enhancing employ
ability of graduates.
The University of Oregon is
tackling these issues by holding
discussions among faculty, stu
dents and staff to determine how
to improve the University.
“Clearly, discussion that in
volves so many talented people on
campus will lead to positive out
comes,” Dyke said.
The University’s goals to meet
the performance measures by
2005 include increasing the em
phasis on the freshman experi
ence to increase retention and
graduation rates. The school also
wants to create ethnically and cul
turally diverse communities
through financial aid and recruit
ment and expand opportunities
for high-achieving and non-tradi
tional students.
To reach these goals, the Uni
versity has set guidelines. These
include maintaining the rate of 80
percent of graduates who were
employed a year after they gradu
ated in 1994-95, maintaining the
77 percent of students satisfied
with the University in 1995 and
having 82 percent of freshmen
continue to their second year at
the University. The number
peaked at 83 percent in 1989 and
has since dropped, reaching 77
percent in 1994.
OUS is also measuring univer
sities’ success based on student
enrollment numbers. In the past,
the University of Oregon had to
meet its projected enrollment
within 350 students. Although
under the new system the State
Board of Higher Education has
general enrollment expectations,
the universities don’t have to meet
any sort of enrollment goal.
The obvious consequence of not
bringing in a steady number of stu
dents, however, is that the schools
won’t raise enough money.
“If they don’t get students, then
that can affect revenue,” OUS se
nior policy associate Nancy Gold
schmidt said. “Campuses have to
be very serious about their recruit
ment.
With the budget reform, each
university president has more
control over salary increases, bud
gets, programs and student fees,
which OUS officials say will make
each school more accountable.
“By tying funding directly to stu
dents, it will make all the institu
tions more sensitive to the needs of
students,” Provost John Moseley
said. “... But in the old budget mod
el, we were not being fairly funded.”
Dyke said the University ofOre
gon has been subsidizing other
state universities for as much as
several million dollars a year in
the former budget model. But in
the new model, the University
would receive almost $69 million
as opposed to the $49 million it re
ceived for the 1997-98 school
year, according to OUS figures.
Goldschmidt said OUS’s budget
system wasn’t changed because
universities were poorly manag
ing their money. Instead, she said,
“I think we're seeing a greater de
mand for state agencies to be more
accurate.”
If schools mismanage their
money, OUS won’t bail them out.
But the University already has
safeguards in place, Dyke said.
The president, business affairs co
ordinators, vice presidents and
deans are all responsible for some
part of the University's cash flow.
“All the checks and balances
are out there; no on can operate in
isolation,” Dyke said.
OUS is drafting a report card
that will measure the universities’
success as a combined unit to en
sure the schools are accountable
on enrollment and student goals.
If a university falls short, the
state board will evaluate the
school and take necessary action.
But the board has no specific con
sequences for the universities.
While OUS is rewarding uni
versities with money, OUS offi
cials say the real emphasis is on
student satisfaction, not financial
rewards.
“We just want to demonstrate
(that taxpayers) are making a good
investment because we think they
are,” Goldschmidt said.
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